Sir John Key on why crisis plans fail: people panic or freeze in ways organizations don't anticipate, and reliable information often vanishes when you need it most. Planning matters, but it can only get you so far.
I think the first thing that you learn is that you can do all the planning in the world. And planning is good. You know, planning is really important, and businesses have business continuity, planning and all that sort of stuff. But planning only really gets you so far. So the first thing is you can grossly underestimate.
How much people freak out.
You know, so if you have a.
Thing in your office, and I don't know, there's some sort of crisis planning.
Thing, you are working on the principle that everything is.
You'Re calm.
Everyone'S cool.
Everyone'S sitting around.
They know it's some.
Kind of trial.
Mock thing, and they.
Don'T worry that much.
But when they actually get in there.
And the crisis.
Is actually some people.
And frankly, a lot of people won't cope with it very well. They'll just completely freeze.
You know, that's the first issue. And I think the second thing is you assume that you're going to have really good information, and you don't. You actually. So you got to learn to accept that you'll work.
With really porous information.
So.
